11 January 2018, Oded Cohen
In a recent post on TOC4U (8/1/2018) Rajeev Athavale wrote:
“Risk Management” is a standard process covered by PMBOK. It is an excellent process and is highly useful. However, I am not able to connect this process with TOC. Risks may not arise out of constraints. They typically arise out of events – internal as well as external.
Even though Rajeev states that the standard process provided by PMBOK is excellent he requests to learn how TOC handles Risk Management and especially for projects and IT projects.
Rajeev also wrote: “When I look at this [what the PMBOK offers (OC)], I struggle to find any process in TOC which can either invalidate this process or replace this process or compliment this process. I am seeking to know this.”
I disagree with any attempt for using TOC to invalidate other processes that work. What is the point? What for?
In 40 years that I have been with TOC we have never embarked on such a quest. If there is a process that works – it means that there are no problems and no GAPS or no UDEs. TOC also does not make coffee. So what?
We better focus our efforts when there are needed. Bringing Value is only where there is a real need – a problem that cannot be easily overcome.
However, discussing TOC and Risk Management may have its own merit, because unlike Rajeev there may be other practitioners that do not find the PMBOK suggestion practical.
Throughout the years there have been many cases of amalgamation of TOC with other approaches such as TOC with TQM, TLS, Goldratt and Deming and many more. Such amalgamation has been fruitful when practitioners have found that other approaches have suggested the WHAT is needed to be done but has not provided the HOW. In such cases TOC can be of a significant help.
Hence we offer our views.